BUSINESS PLAN 2020 2021 - THE ELECTORAL OFFICE FOR NORTHERN IRELAND - The Electoral Office of Northern ...
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THE ELECTORAL OFFICE FOR
NORTHERN IRELAND
BUSINESS PLAN
2020 - 2021FOREWORD
This Business Plan sets out the work planned for the period 1 April 2020 to 31 March
2021.
We are currently experiencing unprecedented changes to working life in response to
Coronavirus Covid 19 and this plan has been reworked to take account of present and
as far as possible anticipated circumstances in the business year.
The Coronavirus Act 2020 postponed the Canvass for Northern Ireland from 2020 to
2021. This will then be just in advance of the planned NI Assembly elections in 2022.
The emergency statutory provision also legislated to ensure elections would not be
inappropriately held during the emergency period.
With such massive changes to our own planning and indeed our day to day lives I
thank our staff for their response to this challenge and continued determination to
provide the best service possible to the people of Northern Ireland.
I would also express our hope that in the months ahead we would find long term
answers to this present danger which has already caused so much suffering.
Virginia McVea
Chief Electoral Officer
1INTRODUCTION
This Business Plan takes account of the impact of Coronavirus Covid 19.
The Business Plan does not include the routine work carried out by the Electoral Office
for Northern Ireland (EONI) in connection with normal electoral registration.
This document is available on request, in other formats and languages. Please phone
028 9044 6680 or email info@eoni.org.uk. It can also be viewed on www.eoni.org.uk.
STRATEGIC AIM AND BUSINESS OBJECTIVES
The EONI Strategic plan has been developed for a three year period given the process
of centralisation in 2019. It can be accessed on http://www.eoni.org.uk/Utility/About-
EONI/Plans-and-reports. This section sets out the strategic targets and related
business objectives which the EONI intends to achieve in the current year.
EONI is committed to continuous improvement. This should impact not only the
accessibility, quality and efficiency of our services to the public but also the
development of our expert staff team.
2REGISTRATION
Strategic Aims 2019-22:
• Improve the accuracy and completeness of the data on the Register.
• Conduct a Canvass in 2020.
• Prioritise outreach to enhance the comprehensiveness of the Register.
• Ensure a particular focus on ensuring attainers are added to the Register.
Business Objectives:
1 By 1 December 2020 to have produced a suite of digital developments to improve
the accuracy and comprehensiveness of the Register and efficiency of processing.
2 By March 2021 to have provided a suite of materials for the CCEA in Northern
Ireland for key attainer influence groups in education.
3 By December 2020 on the basis of data analytics engage with stakeholders to share
priority areas for outreach with a focus on non-contact opportunities.
4 By December 2020 review all letters to electors to optimise accessibility.
5 By March 2021 carry out all necessary review and planning for Canvass 2021 and
begin operations.
6 By June 2020 prepare data cleansing programme for the EONI.
7 By September 2020 Roll out data cleansing on UPRNs, electors at two addresses,
street names and nursing home addresses.
8 Work with Cabinet Office to deliver online access to overseas electors further to
provision centrally.
9 By December 2020 to have a programme in place to add NIHE and Education data
to our sources.
10 By March 2021 to have developed guidance materials on registration in NI.
ELECTIONS
Strategic Aims 2019-22:
• Ensure the administration of free and fair elections in NI.
• Provide a Parliamentary polling station scheme review.
Business Objectives:
1 By March 2021 to develop election readiness guidance and monitoring tools.
32 By December 2020 to produce performance targets for election readiness.
3 By March 2021 develop STV count training materials.
CORPORATE SERVICES
Strategic Aims 2019-22:
• To develop EONI as a centre of excellence on the single transferable vote system.
• Ensure continuous professional improvement.
• Optimise governance processes.
• Create a programme for excellence in management.
• Optimise protection of our data.
1 By March 2021 to have new governance structures and processes in place.
2 By December 2020 to have a suite of materials reviewing, documenting and
triggering procurement requirements.
3 By December 2020 to have relocated and reviewed a new disaster recovery site.
4 By September 2020 to have uploaded and made operational a new telephone
system with new monitoring and reporting facilities for the EONI.
5 By March 2021 to roll out actions from the governance audit.
4ANNEX A: ELECTORAL OFFICE BUDGET
Description
£
Basic Pay -
Permanent Staff 775,132
Employers National Insurance -
Permanent Staff 67,667
Accrued Superannuation Liability Charge -
Permanent Staff 226,656
TOTAL PAY 1,069,455
Premises 100,307
Premises Other 194,875
Training 31,666
Travel 5,370
Other Employee Costs 11,660
Hospitality 500
Printing & Stationery 137,400
Equipment Maintenance 340,639
Legal and Audit 75,450
Telecommunications 76,955
ID Card 7,000
TOTAL NON PAY 981,822
Receipts -128,794
Non Cash Costs TBC
TOTAL 1,922,483
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